Que faites-vous lorsque votre étude de marché donne des résultats inattendus ?

Analyze findings to uncover insights, pivot strategies accordingly, and remain agile in responding to unexpected results in market research.

An unexpected result can sometimes be more of a gift than a curse, as it can lead to new insights and open up a new line of research - and maybe even drive to a positive change in strategy. Last year I designed a few studies wanting to prove some hypotheses and guess what - they were all falsified except for one! That led me to further explore the 'unexpected' results and learn more about the root cause and solutions they unveiled, which has been a rewarding journey full of new learnings (and busted industry myths).

Unexpected results, as long as they are not mistakes, are actually great. In market research, especially in construction, it's 80% validation and 20% new insights. Both are valuable, but I like working with unexpected results more, as they force you to think and come up with the reasons. Could very well be that you discovered a business opportunity.

Leverage Data and Analytics: Utilizing data analytics is non-negotiable. By analyzing data, you can understand what's working and what isn't. This insight allows us to adjust strategies in real-time, enhancing ROI and ensuring resources are allocated efficiently. Revisit Your Target Audience: Understanding your audience is pivotal. Sometimes, marketing efforts falter because they don’t align with the audience's needs or preferences. We recommend revisiting your buyer personas and conducting market research to ensure your strategies resonate with your target demographic.

Nothing is always positive. 1st thing to check is the validate your results, as bad results are going to challenge by your stakeholders. After validate your results, look for the reason why. If you fell confident with that then you are a step ahead. The last thing to check, is the so what. Now that you find the root of the results, look for the learnings

Staying calm and composed when faced with unexpected market research results is key. It's an opportunity to delve deeper, understand nuances, and potentially uncover insights that might not have been obvious initially. Panicking can lead to rushed decisions that may not be well-informed. Take a step back, analyze the data thoroughly, and consider all possible implications before determining the best course of action.

You would typically explore the reasons behind the unexpected results. This involves delving deeper into the data to understand why the results deviated from your expectations. Understanding the underlying factors can help you make informed decisions about how to adapt your strategy moving forward.

Of course , you shouldn’t panic … in addition you might have to co trip the panic around in your team too, esp the younger ones

So, you do all this market researh & come up with a killer plan.But then BAM! Unexpected results hit you like a ton of bricks.Don't panic!Take a deep breath & analyze those results.Figure out why they happened & what they mean for your business.Are they indicating a shift in customer preferences?Is there a new competitor in town shaking things up?Once you've identified the cause,adjust your strategy accordingly.Maybe tweak your product or service offering or target a different demographic.Embrace the unexpected as an opportunity to learn & grow - it could lead you to even greater success than you originally planned for.Stay flexible,keep an open mind, & that's how you'll conquer any curveballs thrown your way in the world of business.

Dive deep into the research data to understand the unexpected findings. Look for patterns, anomalies, and correlations that might provide insights into why the results are different from what you anticipated.

One of the most important things when it to comes to the outcome of market research project is to verify data. If data was collected by conducting interviews, back checks can be conducted to validate data. Check if the methodology is followed and then decide whether or not to restart the process. The purpose of research is to understand the market and make proper decisions.

Especially with people using AI these days without proper prompts , there is a small chance for a higher level of unexpected results ( due to hallucinations , if you will ) We really need to understand where our research is coming from

There are a lot of hype reports out there that almost every company scrapes the google mentions from, and those are 90% wrong. You have to get to real market number sources, trading companies, accountants, and find your comps, companies that you can get audited number on. Forget TAM, TOM, SOM, BOM, etc... that is all startup VC fakery, go out on the market and do some procurement for budgetary numbers, then assemble the actual market model. It is simple block and tackle hard work, and forget the hocky sticks...

The million dollar question “Where is the problem?” A retrospective should facilitate in identifying the problem although I believe interpretation of the data being collected plays a crucial role in the outcome.

Check multiple sources - cross-check them, and create a middle point. Rarely a single source will retain all absolute truths, so make sure to reverse engineer that data and see if other correlated data match those numbers.

Of course, once you have calmly established that the results are valid , you Need yo take a hard look at the reasons .. . Be very open to constructure criticisms . In fact use every criticism as an opportunity to learn and improve

First, triple check your assumptions about your target audiences' needs, interests, and perceptions. A common problem, I've found, is that customer and prospect feedback is coming from Salespeople to a degree that is disproportionately skewed by either their success or failure--but the reality is much more than a binary (Sales won or lost) situation. Too often, the most senior sales officer has THE authoritative opinion on what buyers and prospects perceive--but, too often, this is coming second hand from their sales team members. When a disconnect emerges between assumptions that composed research questions and realities of respondents' responses, the likeliest suspects are second hand (Sales reported) or third hand (industry) reports.

In my experience, explore what could have gone wrong and ways to combat them, research and learn to solve. Next time you will not repeat the same mistake and can deliver accurately.

When encountering unexpected results, it’s very important to cross-reference the data, delve into the analysis of the intersecting information, and understand the origin of the results. Beyond the numbers, it’s essential to comprehend the external environment that may explain these changes or discrepancies. By doing so, we can gain a more accurate and comprehensive understanding of the market dynamics and then communicate to the other teams with a solid report.

Communicating unexpected results, are not nice. You can be as sharp as possible, mentioning what are those results. Remember that unexpected results could be positive or negative. In either case, you need to be prepare for the questions. What I always do is run the results with a stakeholder that has the most experience in the company (if possible). By doing this, I was prepare for challenge questions, and explanations that are difficult to do on the spot.

Good Communication is the key to success! It is important that we provide feedback on the work that is being done and the obtained results, stakeholders value being informed on the steps o to the process and the outcome. One thing I have learned is that With good or bad results, it is always important to keep everyone informed.

And here , be careful to be clear and tactful , because what you tell the team and stakeholders might ruffle some feathers , hurt some egos At the same time the priority will have to be the clear it’s if your message

1st communicate the research approach, communicate your market validation and test criteria, and your independent findings, do not hide behind a big 3 market report, since those are paid marketing hype pieces to help promote a category for whomever paid the big 3 to write the report. Communicate what is wrong in the market first, and then the upside. Communicate how much energy it will take to address the market, some markets are not very efficient.

While this isn't always bad news--the fact that it is NEWS to the senior execs means that someone trusted with having their ear to the ground (as the primary way of earning their 6-figure salary) has a problem. This could be a VP of Sales, Product Design, Industry Affairs/Relations, CEO or CSO. My experience is that I needed to fortify my results--and bullet proof them--with insights that might support or rationalize them--from third party experts. I reflexively turn to expert opinions and analysis published by industry experts. Sometimes I need to pay for these, other times, I can find them (whole or quoted) in trade organs such as online newsletters or journals. I precede my results with a foreshadowing quote from a 3rd party expert.

Incrementally adapting your strategies should be a continuous process . This flexibility should be built in your organization’s culture

When market research turns up unexpected results, it can be a valuable opportunity to learn and grow. Evaluating performance and seeking feedback from clients and colleagues can help identify strengths, weaknesses, and areas for improvement. Documenting the process, findings, and actions from market research projects can help others learn from your experience. Sharing these learnings with colleagues or peers can foster a culture of continuous improvement and innovation. Reflecting on the research process can help identify what worked well and what could be improved. Observational research, which measures behavior directly rather than relying on self-reporting, can provide more reliable data and help make informed decisions quickly.

RESTART is a skill to learn. We learn from experiences and should not shy away from restarting anything. The restart should always entail not repeating the mistakes.

Treat unexpected results as learning opportunities. Reflect on the experience to identify lessons learned and incorporate them into your future research and decision-making processes.

Test the limits of the market, high-price, low-price, understand the market dynamics, aging, cycle times, turns, and where is the market in its life-cycle, early or near death and about to be disintermediated.

Being consumer-centric requires an open-minded culture, in which we prepare stakeholders not only to confirm their hypothesis but also learn and act from unexpected results. If quality is secured during data collection and processing, storytelling must guide decision-makers through data, in a way new or surprising insights are easily understood and digested, preferably with recommendations on how to act on them.